PA 340 Final
Driving Force
"The new system is easier to use" is an example of which type of force?
How do teams evaluate each other
1. Appraisal system in which models the value of teamwork in an organization 2. create circumstances in which various teams participate in evaluating each other work
Stages of forming a team
1. Forming: articulate questions 2. Conforming: begins to function as a unit 3. Storming: conflict 4. Performing: begin to function as a highly effective unit
Stages of conflict
1. Frustration: 2. Conceptualization 3. Behavior 4. Outcome
Three organizational bases of conflict
1. Functional: conflict induced by various subsystems 2. Different units have similar functions resulting in good nature competition/ hostile rivalry; set up boundaries 3. Hierarchical conflict: stemming from interest group struggles over the organizational rewards of status, prestige, and monetary reward
Successful Change
1. Managers clarify and communicate the problems inherent in the current situation 2. Managers should involve people throughout the organization in the change process 3. Managers must recognize that people involve in change simply need time
Four sources of interpersonal conflict
1. Personal differences: 2. Informational deficiency: 3. Role incompatibility: 4. Environmental Stress:
Teams outperform individuals in what ways
1. Produce a greater number of ideas and pieces information 2. Improve understanding and acceptance among individuals involved in a problem solving decision making due to higher level of participation 3. Higher levels of motivations and performance 4. Offset personal biases and blind spots that inhibit effective problem analysis and implementation 5. More likely to entertain risky alternatives and take innovactive action
Organizational arrangement should be based on three categories
1. Structure 2. Process 3. systems
Three characteristics that define teams
1. are interact social systems, complete w/ boundaries, interdependence and differentiated roles 2. produce outcomes for which members have collect responsibility and acceptability is assessable 3. operate in an organizational context
Managers hoping to lead change
1. assess the organizations environment and need for change 2. Plan for change both strategically and pragmatically 3. build support for the change in managers own behavior 4, implement specific changes while encouraging broader positive attitude 5. Instituinalize the change
Teams have
1. considerable degree of self-management 2. share responsibility for assessing their performance 3. meaning purpose, specific goal, mutual accountability
Seeking Cultural Change
1. cultural norms are deep-seated and people might be resistant 2. successful change occur over a long period of time 3.important ethical questions may arise
four steps in creating a new agency
1. defining the job to be carried out 2. selecting a director 3. determining the nature and number of units requires 4. establishing a structure of authority through which the director can coordinate and control activities
Misconceptions regarding self-directed teams
1. do not need leaders 2.leaders lose power in the transition to teams 3. newly formed teams are automatically self directing teams 4. employees waiting for the opportunity to be empowered 5. if employees are grouped in a team structure then they will function as a team and the organization will reap the benefit
Characteristics on virtual teams
1. electronic dependence 2. geographic disperson 3. cultural diversity 4. dynamic structure
Assumptions on systems theory
1. expect the organization will experience growth and decay 2. conflict is predominantly viewed as a process of reducing alternatives 3. process within a system are interrelated and interconnected
Success on Implementing requires
1. focus on the larger organizational 2. obtaining buy-in at all levels 3. developing a solid team structure 4. establish ground rules 5. fostering team bonding 6. self-managing teams depend on it's external leader
Negotiation Strategies
1. integrative: collaborative; expand the pie 2. Distributive: competitive; dividing the pie 3. Avoidance
Training of members
1. job skills 2.team/interactive skills 3. quality/ action skills
Changing work environment is also contributing to conflict
1. organizations are more flatter and more networked 2. organizations are organize as matrix and team based 3. organizations are increasingly forced to adapt to rapidly shifting environmental constraints
Characteristics on process-improvement teams
1. organize the team around organizational process 2. control the process, not the team 3. Maintain process partnerships 4. Continually improve the process 5. require team participation 6. data drive team decisions 7. empower teams 8. develop and train team members
Structural designs in teams
1. problem resolution: solve a specific problem statement 2. creativity: more innovation ideas 3. tactical execution: deals w/ specific problems of implementation
Degree in measuring team effectiveness
1. productive output meets the standards of those who receive, review, and use output 2. process of carrying out the work enhances the capability of members to work together 3.which team experiences contribute to the growth and personal well being of team members
Managers seek to bring changes in the organization
1. restructuring organization structures 2. basic work process 3, core systems
Assumption of attribution theory
1. something is wrong w/ the other's personality 2. behavior would occur in any situation 3. behavior has been placed since childhood and cannot be changed
Four characteristics on superior teams
1. team results: productive and achievement oriented 2. informal process: communication 3. Positive team feelings: share feelings 4. Leadership: initiator, model, and coach
Ethics in organizational chnage
1.Manipulation and coercion 2.change that suppress human development or limit the pursuit of meaning, autonomy, and independence raise 3. not granted autonomy but rather viewed in an instrumental fashion
Layers in examining diversity
1.Personality 2.Internal Dimensions: age, sex, sexual orientation 3. External Dimensions: income, religion, location 4. Organizational Dimensions: seniority work, division 5. Degree of Individualism that team members exhibit
Great Public Organizations
1.calibrating success w/ business metrics 2. getting things done w/o a diffuse power structure 3. getting the right people on bus 4. rethinking the economic engine w/o a profit motive 5. building momentum by building the brand
Implementation of Teams
1.consider the long-term needs and goals that they wish to achieve through the use of teams 2. Good balance between managerial and team authority is necessary, but difficult
Ideal number for teams
7
Escalation Model
8 categories; emphasizes the situational pressure acting on people in a conflict situation
Restraining
A ________ force resists or restricts change. a. restraining b. driving c. restrictive d. motivating
C. Contributor
A task-oriented member who enjoys providing the team w/ good technical information and data is known as A. Collaborator B. Communicator C. Contributor D. Challenger
Willingness and experiment
According to Golembiewski, OD philosophy includes which of the following values?
D. All of the above
According to Wagner and Hollenbeck, which of the following is a benefit of conflict? A. conflict lessons and social issues B. Conflict supplies feedback C. Conflict helps to stimulate innovation D. All of the above
False
After the 1940s, conflict was viewed as destructive and a result of flaws in individuals' personalities. True or False
Culture Change
Artifacts Value Basic underlying assumptions
day to day operations
Artifacts and creations of a culture include
Behavioral dimensions in approaching conflict
Assertiveness:taking action to satisfy one's own needs/concerns Cooperation: taking action to satisfy the others parts/ concerns
False
Avoiding disputes or refraining from direct confrontation with conflict issues in a formal or public sphere has been found to be a prevailing mode of conflict management by members of majority groups. True or False
Avoidance
Chervonne does not want to explore the issues behind conflicts, but tends to withdraw from the situation. What is most likely her approach to conflict? A. Compromise B. Avoidance C. Competition D. Collaboration
False
Citizens are becoming less vocal with respect to what they expect from public organizations.
Burnout, Turn over
Conflict among city councils was _____ the primary cause, and ____ among city managers A. burnout, turnover B. Effectiveness, Turn over C. Stress, Success D. None of the above
A. Interpersonal
Conflict based on ___ tend to be highly emotional and difficult to resolve A. Personal Differences B. Environmental stress C. Information Deficiencies D. Role Incompatibility
True
Conflict can be extremely beneficial to the workplace True or False
3 changes functioning in a dynamic symbiosis
Dramatic: initiated in times of crises Systematic: slower change and less ambitious Organic: arises from the ranks w/o being formally managed
True
Flexibility is trumping structure as the governing principle behind organization design True or False
C. becomes the bridge builder
If the conflict escalates because of weak relationships, the best role to take to transform the conflict is A. becomes the referee B. acts as a teacher C. becomes the bridge builder D. acts as a peacekeeper
All of the above
Important structures to consider about team effectiveness includes A. Team structure B. Size of the team C. Life expectancy of the team D. All of the above
False
In general, individual judgements are superior to those of teams True or False
False
Leaders lose power in the teams True or False
True
Leaders' accessibility is a key for successfully achieving the goals of an organization. True or false
False
Learning new strategies is called "double-loop" learning; learning new governing variables is called "single-loop" learning. True or False
True
Mission mirroring describes the phenomenon that occurs when an organization becomes enmeshed internally in the same conflicts it was address True or False
Seniority
Organizational dimensions include A. Seniority B. Educational background C. Work experience D. Physical ability
Specific, measurable, attainable, relevant and timel
SMART goals are:
Culture
Shapes people interpretation of behavior and their style of interaction w/ others A. Conflict B. Community C. Culture D. Cooperation
False
Social exchange theory assumes that the way in which people act in conflict situations is due, in large part, to their individual dispositions and ways of thinking. True or False
True
Some of the more effective team building occurs in a informal basis True or False
SMART
Specific, Measurable, Attainable, Relevant, and Time frame
All of the above
Successful public managers hoping to lead change must: a. assess the organizations environments and need for change b. plan for change both dramatically and statistically c. institutionalize all change d. all of the above
True
Teams may use the Myers-Briggs Type inventory as a way of understanding the preferences of other team members True or False
True
Teams should be selected as much as potential as based on proven skills True or False
C. low, high
The Accommodation approach to conflict is ________ on assertiveness and ________ on cooperation. A. low, low B. high, high C. low, high D. high, low
Unfreezing
The ________ stage is the first stage in the change process.
True
The cultures of public organizations are likely to be affected by their founding legislation True or false
B. Hardening
The first stage of conflict escalation develops when a difference over some issues or frustration in a relationship proves difficult to resolve. Known as A. Images and Coaliton B. Hardening C. Action rather than Words D. Fragmentation of the enemy
Mental Modes
This discipline focuses on the way in which we see the world, including our assumptions of how things work, with innovation and learning. A. mental modes b. personel mystery c. systems thinking d. shared vision
Communicating the problems inherent in the situation
What is the first step in effectively bringing change in an organization
Define
Which of the following is NOT a phase in the process of Appreciative Inquiry? a. define b discovery c. dream d. destiny
different generations have different feelings towards change
Which of the following is NOT a possible limitation to implementing cultural change of an organization?
Surveying the legislature
Which of the following is NOT a step that should be taken in creating a new agency? a. selecting a director b. surveying the legislature c. defining the job to be carried out d. establishing a structure of authority
Brainstorming
Which of the following is NOT an OD strategy or technique used to help facilitate organizational change? Answer
All of the above
Which of the following is a characteristic of teams A. teams are intact social systems B. Teams operate in a organizational context C. Teams produce some outcomes for which members have collectively responsibility D. All of the above
Both A &C
Which of the following is an indicator of a negative team response A. compromise is the best possible outcome B. Members are prompt because they know others will be C. Members are unclear of the agenda D. Both A&C
A. Management should continue to control and assist w/ team making decision
Which of the following is not a condition that is critical to the success of self-directed teams A. Management should continue to control and assist them w/ team making decisions B. Team members should be highly motivated to take control of their work C. Team members should be equally committed to the success of the team D. The team should be provided w/ the resources it needs to meet expectations
Using informal decision making
Which of the following is not a dimension of critical importance to team performance A. Sharing leadership B. Using informal making decision C. Adhering to the mission of the value D. Holding team members accountable
Individual dimensions
Which of the following is not a level for examining the diversity individuals bring to the organization A. Internal Dimensions B. External Dimensions C. Individual Dimensions D. Organizational Dimension
C. it focuses on unattainable events
Which of the following is not a quality of conflict that is focused on the future A. it speaks to what is possible B. it is compelling C. it focuses on unattainable benefits D. it involved uncertainty
Incremental Change
Which of the following types of change involves solving problems or tinkering or fine-tuning ongoing operations?
B. Organic Change
Which of the following types of change usually arises from the ranks without being formally managed? a. informal change b organic change c systematic change d dramatic change
B. Organic structure
Which of the following types of structures can be characterized as flexible, adaptable, and responsive? A. mechanism B. organic C. open D. closed
B Project Teams
Which of the following types of teams are formed by management and given a specific mission A. Cross-functional B. Project Teams C. Virtual Teams D.
Purpose, Process, Perons/Things, & Place
Work can be divided on the basis of:
Conflict
_____ is the very lifeblood of vibrant, progressive, and stimulating organizations A. Conflict B. Complacency C. Change D. Peace
Strategic change
_______ is often developed in the course of a strategic planning process that considers the mission, vision, and values of the organization. a. incremental change b. grass root change c. strategic change d. discontinuous change
Systematic
________ is slower and less ambitious. a. informal change b. organic change c. systematic change d. dramatic change
Grassroot change
________ takes place at the local or street level and involves middle-level and supervisory-level managers
Culturally Heterogenous
a group that compromises members who are different on the basis of ethnicity, race, value, and cultural backgrounds
When conflict is not resolved
administrator risk letting differing perspectives go undirected, resulting in tension, and dysfunction
Virtual Teams
aimed to deal w/ the issue of communicating w/ team members who might be a distance away; although develop lower levels of participative decision making and higher levels of conflict and satisfaction than face-to-face counterparts
Attribution Theory
assumes the way in which people act in conflict situations is due to their individual disposition and way of thinking; individual in a conflict plays a major role in determining the direction that the conflict will take
Cross-functional Teams
breaks down the barriers that exist in a hierarchical organization and brings together representatives from several divisions to improve the hiring process or can be complex to develop a single process
Incremental Change
builds on the existing work of the organization
Emergence
change begins when active and thoughtful people start to connect w/ another in networks where knowledge and practices exchange and improve
Strategic Change
choice made by executives and high up people; consider the mission, vision, and value of the organiztion
Mission mirroring
coined to describe a phenomenon that occurs when an organization becomes enmeshed internally in the same conflict it was founded to address
Diversity requires
comparative and nonjudgemental management, appreciation of dialogue, and increase participation
Solution to team conflict are
creative collaboration
Principle Negotiation
decide issues on their merits rather than through a haggling process focused on interests
Self-directed Teams
decides how and when work is going to be done; have a leader but they do not receive direct supervision; are provided the resources to meet its' goals
Discontinuous Change
dramatic change in the organization; seek a whole new strategy and this change involves almost a complete break w/ past and major reconstruction
Force field analysis
driven: adding something new to the organization restraining: conversion to the new system
Conceptualization
each party attributes intentional and unjustifiable acts to other party leading to an emotional reaction
Systems theory
emphasizes the relationships between an organization and its environment
Perceived Feasibility
extent to which the strategy seems capable of achieving concerns that give rise to it and costs that is anticipate from enacting each strategy; aka we try what we think will work
Collaborator
flexible, goal-oriented, sees the vision but open to new ideas and shares
Appreciative Inquiry
focuses on emphasizing the strengths in an organization 1. discovery 2. dream 3. design 4. destiny
Team
group of people w/ a high degree of interdependence geared toward the same achievement of a goal/ task
Groups
have a single supervisor and are best describe by what they produce
Dual concern model
helps understand our reaction and that of others to conflict
Collaboration
high on assertiveness and cooperation, find a solution to both parties; best type of approach conflict
Competition
high on assertiveness, interested in their own view and the world as a zero-su game w/ only winners and losers
Mechanistic Structure
highly formalized, specialized, standardized, and centralized; rely primarly on traditional vertical hierarchical authority
Organic structure
horizontal, more flexible, adaptable, and responsive
Personal differences
influenced by culture and personality of the individual; perception; hard to resolve
Most common source of internal conflict an in organization is
insufficient or unsatisfactory communication
5 core values transmitting chanege
integrity caring accountability respect equity
External conflict helps generate
internal cohesion and group loyalty
Action research model
involves a cynical process in which initial research in the organization provides information to guide further action
Low evaluation on teams
lack of commitment and involvement of team building, and did not themselves accountable
Characteristics of a Group
lack the level of consistency, intensity, and restless dissatisfaction compare to teams
Double Loop Learning
learning new governing variables; decisions that are more complex and non-programable
Open systems and organizational learnign
learning starts w/ the individual
Single Loop Learning
learning strategies; program routine decisions
Benefits to conflict
lessens social tensions, provides opportunities, stimulate innovation and motivation, supplies feedback, and sense of identity
Conflict is the
lifeblood of vibrant, progressive, and stimulating organizations because it sparks creativity, fosters innovation, encourages personal improvement, flexibility
Avoidance
low assertiveness and low on cooperation, does not want to explore the issues behind conflict; creates a physical separation to avoid, useful in the short run but harmful in the long run
Most high performing teams have how much conflict level
low in the beginning and end, w/ a moderate of conflict in the middle
Accommodation
low on assertiveness, high on cooperation; used when one ore more parties do not wish to confront or explore the issues behind conflict; useful in the short run but harmful in the long run
Culture innovation
members will discard their traditional aversion to risk and innovation in favor of experimentation and change
Project Teams
membership based on an individual expertise and experience; functions so long as is needed to solve the assigned problem and discontinued once problem is resolved
Compromise
moderate amount of assertiveness and cooperation, each party gets some benefit but must also give up something; in the long run they will focus on what they have given up
Public organizations
money is a measure of put, but delivering performance and a disntinctive impact
Frustration
one or both parties believe that their perceived goals have been interrupted in some way
Espoused theory
one to which we give conscious allegiance; it is the one we describe when people ask us what ideas govern our actions
Behavior
parties like to take action and a person's style of conflict resolution will take place
Social exchange theory
people evaluate their interpersonal relationship in terms of their value, which is based on the costs and rewards associated w/ relationships; conflict occurs when the rewards received are perceived to be small compare w/ the costs of the relationships; occurs in close relationships
Informational deficiency
personal differences may arise in the organization's communication pattern; common in organizations and easy to resolve; misinformed/ misrepresentation
Role incompatibility
poor performance; employee not comfortable w/ their assigned roles and responsibilities and less likely to be productive; resolve by changing his area in job
Outcome
positive or negative result
Team Building
process to facilitate and make possible an enhancement in their working relationship
Communicator
process-oriented. good listening skills
Culture
represents the normative and expected ways of thinking and behaving that are passed on from generation to generation within a given group the way in which a group of people perceive and respond to conflict; creates a social environment that encourages members to select some behaviors;peoples interpretation of behavior and their style of interaction w/ other;
Top Management teams
sets the coarse for the organization, but rarely involved in the day-to-day operations of the organization; tend to be visionaries and try to keep their eyes on the big picture; becomes a process improvement team concentration on the needs of the whole system as opposed to a particular process
Culture of an organization will
shape values and attitudes, and in turn the actions of the organization members
Process-Improvement Teams
small group of individuals who interact w/ each other for the purpose of improving those work process in which they engage
Environmental stress
stress of the nature of the work and the heavy caseloads and limited resources; uncertainty; down sizing/ right sizing is causing this type of stress; disappears once it becomes routine
Six Stigma
system for organizations to measure, achieve, and sustain success
Grass root Change
takes place at the local or street level and involves level managers; concerned w/ implementing and sustaining the changes envision at the strategic level
Contributor
task-oriented who enjoys providing the team w/ good technical information and data; pushes the team to set high performing standards
Public administrators are open to conflict because
the nature of their work requires to deal w/ uncertainty, ambiguity, and differences in opinion
Presence
the notion is that change doesn't come about through the accumulation of individually controlled changes, but systemically through a focus on the whole
Golden Rule
treat others as one would wish to be treated
Platinum Rule
treat others as they wish to be treated
Lewin's change step
unfreeze change refreezing
Systems Theory
urges that we understand conflict by looking for patterns, interlocking sequences, the role and function of the various parties; conflict and adaptation are inseparable; conflict essential for growth
Theory in use
what actually governs our actions